Kuala lumpur: Leaders of organisations are often sandwiched between the pressure to achieve assigned goals set by the appointing authorities and the demand to cut down the loads by the employees. Some accept the role of leadership and commit to the assigned goals, while others negotiate as they deem fit. Nonetheless, in the execution of their mandate, leaders vary in their leadership style from autocratic, bureaucratic, democratic, transactional, visionary, laissez-faire, coaching, to servant leadership.
According to BERNAMA News Agency, every leader, whether driven by personal agenda or assigned goals, aspires to leave a legacy of their accomplishments. Employees under such leadership require both motivation and guidance to help build this legacy. However, there is a risk that employees might lose their spirit of ownership within the organisation if they perceive the leader's command as an imposition rather than a collaborative effort. This loss in passion and dedication could ultimately impact the organisation's success.
A leadership approach that incorporates partnership can play a crucial role in preventing such disengagement. Leaders who foster an environment where employees feel a sense of belonging are more likely to succeed. In contrast, those who employ authoritarian methods and restrict access to themselves are less able to build effective partnerships. Engaging employees in goal-setting, rather than imposing objectives, can prevent physical and emotional exhaustion and maintain their commitment to the organisation.
The current trend among young professionals seeking freelance opportunities highlights the importance of work-life balance. An estimated 70 per cent of Gen Z freelancers cite flexibility as a top motivator, preferring to design their work around their lives. Therefore, a leadership model that promotes partnership and considers employees' lives outside the office is becoming increasingly essential.
Leadership with partnership can bridge the gap between command and compliance, fostering emotional attachment to the work. It also mitigates the negative impact of hierarchical displays of power, which can breed resentment among employees. While building such a leadership style is challenging, it is a worthwhile endeavor, as Theodore Roosevelt once said, 'people care how much you know only after they know how much you care.'
The legacy of a leader is often defined by their departure. A memorable leadership legacy is marked by the genuine warmth and gratitude expressed by employees during farewells. Such was the case with a school headmaster whose departure moved both teachers and students to tears, demonstrating the profound impact of his partnership-driven leadership.
Ultimately, the tenure of a leader is temporary, but the legacy they leave behind can have a lasting effect. A leadership approach that prioritises partnership can create a positive and enduring legacy within the workforce.